Apu Mci

Lean EOS
Implementation Book
Delphi Powertrain
Powertrain Lean EOS team

Edition 1.1- November 2015
1 1 - Delphi Confidential
Lean EOS
Implementation Book
Delphi Powertrain
Edition 1.1
2015 Powertrain Lean EOS Challenge Book. Delphi Confidential.
Contributors of content:
Amy Baker
Jorge Beja
Michael Casler
Line Deschenes
Oscar Ferreira
Magali Forton
Gail Geiger
Ruben Gregorio
Andy Liu
Fernando Lopes
Bill Magers
Andrei Mihaila
Adriana Quintana
Jaume Roquet
Joe Rolecki
John Stephen
Bogdan Talica
For feedback, improvement suggestions, questions or further explanations on specific points,

please contact your regional Lean EOS Manager.
2 - Delphi Confidential
PREFACE Lean EOS
Implementation Book
- Why do we need this book? Delphi Powertrain
Edition 1.1
We would like to answer “why do we need this book?” question with the
following reflection. Achieving results and performance without
continually challenging the way we do the things is not sustainable in
time. The key to success is to develop strong systems that help people
to do their job in an easier way. We believe that the implementation of
the Operational Excellence Vision will be the “wheel of our trolley” and
that it will have a direct impact in our performance in a sustainable way.
In order to make it possible we created this Book. The objective is to put

together in one single place the standards for our Division in form of
Guidelines. This document serves as a baseline that, combined with a
lean structure and the creation of a global network to share best
practices will trigger synergies across Powertrain Division.
We expect great thing to come from the implementation of the practices

included in this Book!
Jorge Beja Jaume Roquet

Powertrain VP Operations & Powertrain Lean EOS Director
Customer Satisfaction & PM
Lean EOS
Table of Content Implementation Book

Delphi Powertrain
Edition 1.1
Introduction
PART 1- Organization
• Autonomous Production Unit Organization
PART 2- Monitoring and Continually Improving OS

• Monitoring and Continually Improving OS
• Safety Monitoring System
• People: 5S System
• Quality Monitoring System
• Volume Monitoring System
• Manpower Efficiency System
• Manufacturing Cost Monitoring
PART 3- Flow 5 OS
• Connection Map
Introduction
Lean EOS
Powertrain vision 2020 Implementation Book

Delphi Powertrain
Edition 1.1
Powertrain Vision has a foundation in a High-performance organization and three pillars:

Deep customer relationship, Leading technologies and Operational Excellence. This guideline
will focus on the Operational excellence part of Powertrain vision.
Focus of this book
Lean EOS
Operational Excellence vision Implementation Book

Delphi Powertrain
Edition 1.1
Powertrain Operational Excellence vision is based into three pillars:

- Organization in Autonomous Production Units
- Operating System through Enterprise Operating System Implementation in Key MCI (meeting system) and Flow
5 (manufacturing OS) processes.
- Metrics / Information through one IT based system.
The two last pillars are integrated: The Software is designed for the Operating System and the Operating System
would be very weak without the information system.
Lean EOS
PT 2017 declaration Implementation Book

Delphi Powertrain
Edition 1.1
The three pillars Operational Excellence vision enable us to face the challenges that we have ahead in terms of
manufacturing (%) of sales, LWDC, customer complaints and Flawless launch (see figure)
BBP
2013 2014 2015 2016 2017 Declaration

21.3% 20.2% 18.4% 18.0% 17.3%
17,8% 17,1%
Perf: Perf:
Perf: Perf:
$46M $45M
$40M $61M
$53M $54
$152M cumulative gross performance

$168M cumulative gross performance
Reduce lost workday cases by 50%

Reduce customer complaints by 50%
100% flawless launch
Lean EOS
Enterprise Operating System Implementation Book

Delphi Powertrain
Edition 1.1
Enterprise Operating System (EOS) is the Standard frame that Delphi Corporation uses worldwide to describe how work is
done. The focus of this book is Flow5- Providing Goods and Services and MCI- Monitoring and Continually Improving. EOS
entire structure is comprehended in a detailed training, available in the Delphi Corporate “e-learning” session, located at
https://getsmart.delphi.com/login/index.php
Focus of this book
Lean EOS
Link of this book and current material Implementation Book

Delphi Powertrain
Edition 1.1
Current material in forms of for example, Divisional Procedures, Lean toolbox or Lean Academy represent Current Policies
that are applied in our global operations. The objective of this Book is to describe the new Policies for 2015-2017 period by
either:
1) Referencing current material to stress its importance
2) Replacing current material with new standards
3) Complementing current material with more detailed information
When the implementation will be done, the content of this book will be the basis for the development of the new divisional
procedures and will take part in our Divisional Quality system.
Future
Policies
Current
Policies
Lean EOS
Structure of this book Implementation Book

Delphi Powertrain
Edition 1.1
This book is a compendium of Guidelines that are linked with the Lean EOS Key Initiatives for 2015 to
2017. Each Guideline will have an index and it is composed by the following content:
Concept
Concepts serve as introduction of the guideline. The objective is to
explain general principles, training or definitions to successfully
understand the guideline. The content in the concept section will not
included in the Lean EOS Completion Assessment.
Management
Routine The objective of the management routine is to describe a Powertrain
Standard key management process. It includes the Purpose,
frequency, tools and follow up. The content in this section will be
included in the Lean EOS Completion Assessment.
Standard Tool
The objective of the standard tool is to describe a Powertrain
Standard tool needed to successfully perform a management routine.
It includes a description of the standard tool, the format and
instructions. The content in this section will be included in the Lean
EOS Completion Assessment.
Link of this Book with the Divisional Lean EOS
Quality System Implementation Book

Delphi Powertrain
Edition 1.1
The focus of this Book and the Lean EOS Completion Assessment is to accelerate the implementation of the 2015-2017
policies. When the implementation will be done globally, the content of this book will be the basis for the development of the
new divisional procedures and will take part in our Divisional Quality system.
Focus on Completion (Implementation acceleration)
Implementation Completion Assessment

3 pillars vision Key Initiatives Guidelines
Plant : Torreon Year : 2016
Q4(2015) Q1 Q2 Q3 Q4
Overall score 70% 80% 93% 98% 100%
1 Autonomous Production Unit and 76% 90% 100% 100% 100%
2 Monitoring Plan Level 80% 90% 100% 100% 100%
3 Monitoring APU Level 40% 80% 100% 100% 100%
4 Continually Improving Plant Level 25% 44% 70% 90% 100%
5 Continually Improving APU Level 50% 60% 70% 90% 100%
6 Safety Monitoring System 100% 100% 100% 100% 100%
7 Quality Monitoring System 0% 50% 80% 100% 100%
8 Cost Monitoring System 0% 60% 70% 90% 100%
9 Manpower Efficiency System 0% 0% 80% 100% 100%
10 Volume Monitoring System 0% 0% 50% 80% 90%
11 Connection Map 0% 0% 0% 70% 90%
12 People: 5S Monitoring System 0% 0% 0% 40% 70%
Decouple!
Focus on Compliance (Quality System)
Global Divisional Implemented Globally

External audits OSA EOS/DBS
Procedure
OSA FOR QUALITY

NA Level 1 Level 2 Level 3 Level 4
(DCS/DEC/DEEDS)
elim NA
I PRODUCT / PROCESS RELEASE
Is set-up verification being performed at each change-over?

Criteria > A. Verific ation is no t A. Verification is performed A. Ve rification is performed A. All set-ups follow a
performed fo r all set-ups for mos t set-ups for all set-ups verificatio n process
Q01 B. No documentation exists B. Doc umentation is not B. Documentation exists that
clear if eac h set-up is supports it was succe ssfully
verified for correc tness performed
Responsible v -
0 MG
II PRODUCT AUDITS DPGP-5.3-CS-01 Product Audit (Layout Inspection and Functional Testi ng) - procedure applies to DEEDS Only
Are audits preformed acc ording to customer requirements at the frequency defined in the control plan and are reaction plans implemented when
issues are identified?
A. Audits not performed A. Audits performed A. Audits performed A. Audits performed
ac cording to Control Plan acc ording to Control Plan acc ording to Contro l Plan according to Control Plan
and/or B. Audits address Cus tomer B. Audits address Customer B. Audits address Customer
Criteria >
Q02 B. Audits do not address Requirements Requirements Requirements
Custome r requirements C. No audit records exist C. Audit records exist C. Audit records exis t
D. Evidenc e of reaction to D. Evidence of irrevers ible
out of s pec conditio ns not corrective ac tion to out of
Responsible v - evident spec c onditions exists
0 CS
III PROCESS AUDITS DPGP-5.3-CS-03 Manufacturing Process Audits
Are layered audits performed according to the schedule and corrective actions defined and implemented for audit findings?
A. Layered Audits not A. Layered Audits A. Laye re d Audits A. Layered Aud its
performed at all require d performed at all required performed at all required performed at all req uired
Criteria > le vels levels levels levels
Q03 B. No method to capture B. Method to capture is sues B. Method to capture iss ues
is sues demons trated demonstrated
C. No rec ord of is sues' C. Records of iss ues'
clos ure or follow-up closure and follow-up by
Responsible v - appropriate management
0 MG (ME for LSR)
BUILT IN QUALITY
IV DMS DPGP-2.6.CB3-HR-05 Training DPGP -2.6.CB3-HR-06 Indi rect Hourly Training
(Se lf Assurance, Q-Gates & Control Plans)
Lean EOS
Implementation Book
Lean EOS Completion Assessment - Process Delphi Powertrain
Edition 1.1
A Lean EOS Completion Assessment will be performed to measure the implementation of the standards that
are described in this book
Lean EOS
Implementation Book
Release of key initiative Quarterly assessment
Quarter 1 Quarter 2 Quarter 3 Quarter n
1st group of
initiaves
2 nd group of
initiaves
3 th group of
initiatives
n group of
initiatives
Quarterly Powertrain Completion

Yearly recognition per region
results & communication
Q4(2015) Q1 Q2 Q3 Q4
Overall score 70% 80% 93% 98% 100%
11 Connection Map 0% 0% 0% 70% 90%
EMEA Americas AP
We need to ensure the implementation of the key things that makes the difference!
Lean EOS
Quarterly assessment Implementation Book

Delphi Powertrain
Edition 1.1
• The content of the assessment is based on

statements not questions
• The statements needs to be straightforward

and it should be able to hit 100%
• The statements need to be able to identify if

the implementation is correctly functioning or
it is only superficial
• The statements will highlighted in italic blue in
the guideline content to make sure we have
clear connection with the assessment
• The sections need to be balanced in number

of questions
• Answer with “Yes/No”
• Red – the score < 70% completion

• Yellow – the score 70% < score < 100%
• Green – the score = 100% completion
The aim is NOT to identify a benchmark in a certain area, it is to ask if the minimum
requirements for implementation are done.
Quarterly Powertrain Completion Lean EOS
Implementation Book
Results Consolidation – Tracker Delphi Powertrain
Edition 1.1
The tracker is a overall picture of results to understand the evolution and where
should focus in terms of implementation
Q4(2015) Q1 Q2 Q3 Q4
Overall score 70% 80% 93% 98% 100%
Progress and acceleration
level of implementation
6 Safety Monitoring System 100% 100% 100% 100% 100% Progress with steps
releasing the key initiatives
11 Connection Map 0% 0% 0% 70% 90%
• Red – the score < 70% completion

• Yellow – the score 70% < score < 100%
• Green – the score = 100% completion
• Dark Blue – the assessment for the initiative completion has not yet been released
The aim is NOT to identify a benchmark in a certain area, it is to ask if the minimum
requirements for implementation are done.
Lean EOS
Yearly Recognition Implementation Book

Delphi Powertrain
Edition 1.1
Year : 2015 Quarter : Q2 Region : NA
NA Saltillo (D) Chihuahua Juarez Saltillo (G)

Yearly
77% 69% 83% 70% 85%
Overall score
2 Monitoring Plant Level 90% 80% 100% 80% 100%
5 Continually Improving APU Level 58% 50% 50% 50% 80% Overall score per plant
11 Connection Map 0% 0% 0% 0% 0%
Recognitions (1 per region)
Q4(2015) Q1 Q2 Q3 Q4
Overall score 70% 80% 93% 98% 100%
Implementation progress
5 Continually Improving APU Level 50% 60% 70% 90% 100% and acceleration
11 Connection Map 0% 0% 0%
12 People: 5S Monitoring System 0% 0% 0%
70%
40%
90%
70%
EMEA Americas AP
Performance :
- S : LWDC
- P: Absenteeism
- Q: Customer PPM
- V : Premium Freights incidents
- C : Manufacturing cost % to
sales
Lean EOS
Lean EOS Journey Implementation Book

Delphi Powertrain
Edition 1.1
Boards, Software and

Tools
Deep change of the

structure of the plant
Deep change of
Management
Processes of the plant
Easy part is implement boards and software.

The real challenge is to transform the way plants are operating and structured; Lean EOS Journey is a cultural change
Lean EOS

Delphi Powertrain
Edition 1.1
Introduction

PART 3- Flow 5 OS
• Connection Map
Powertrain Guideline
Autonomous Production Unit
Organization
Effective Date: November, 2015
Owner: Approved by:

Ruben Gregorio, PT Lean EOS Manager, EOS Jaume Roquet, PT Lean EOS Director
Systems
Delphi Confidential
Lean EOS
Table of Content
Implementation Book
Delphi Powertrain
Edition 1.1
Autonomous Production Unit Organization

Concepts • APU organizational model
• APU and Functions Mission
• Plant division in APUs and size determination guide
Organization • APU Organization

Standard • Plants with more than 1200 employees
• Plants with 500-1200 employees
• Plants with less than 500 employees
• APU Manager
• APU Production Supervisor
• Team Leader
• Lean / IE Manager
Concept Lean EOS
Implementation Book
APU organizational model Delphi Powertrain
Edition 1.1
Objective:
Fully functional Matrix organization with Matrix organization with APUs without functions:
organization: no business SPQVC accountability and SPQVC accountability and no standardization and
focus. resources in the functions resources in the APUs no functional expertise
Structure that
optimizes
Continually
Improving
APUs APUs APUs

Functions
Functions
Functions
APU concept: “Increase the focus of a plant by grouping various products and resources into several manufacturing units with
each unit focusing on a limited, concise, and manageable set of products, technologies, volume and markets…”
Skinner, (1988) in The Focused Factory
Concept Lean EOS
Implementation Book
APU and Functions Mission Delphi Powertrain
Edition 1.1
DIVIDE
in “Plants within a plant” Functions build systems
Autonomous Production Units

with functional standards
S
UNIFY
P
Functions
Functions
Q
APUs drive systems
V
S S S S S
P P P P P
Q Q Q Q Q
V V V V V
C C C C C
Accountability at lowest level

Concept Lean EOS
Implementation Book
Plant division in APUs and size determination guide Delphi Powertrain

Edition 1.1
Plant division in APUs guide APU size determination guide
Labor intensive Machine intensive

Product Line “B”
Product Line Machine Shop
“A”
Machining &
Assembly Product Line “B”
Assembly
- High Volume - Low Volume

- Low Variety - High Variety
- Low Skill - High Skill
- Minimal Engineering - Extensive Engineering
In order to divide a Plant into APUs, the recommendation is to The size of an APU should take into consideration the equal
think which of the criteria is stronger and simplifies the distribution of complexity in the different APUs.
management of the plant (in order of importance): • Labor intensive vs machine intensive processes is the
• Manufacturing flow/ Layout (i.e. a APU can be specialized most important factor.
on a whole product line from beginning to end). Additionally, the following criteria increases complexity and
• Manufacturing Technology (i.e. an APU can be specialized requires smaller APUs (in order of importance).
in grinding machining and heat treatment). • Not stable and repeatable processes in terms of volume or
• Volume and maturity of the products (i.e. one APU can be quality. New launches. Plant Bottleneck.
specialized in new launches). • Complexity of the manufacturing technology, product or flow.
• Product family/ technology (i.e. one APU can be specialized
in Asian customers).
The number of APUs and their size should be adapted over time to accommodate changes in the plant.
Organization Standard Lean EOS
Implementation Book
APU Organization Delphi Powertrain
Edition 1.1
ORGANIZATION STANDARD
LEVEL 5- PLANT MANAGER
LEVEL 4- PLANT
LEVEL 4- OPERATIONS MANAGER (OPTIONAL) SUPPORT FUNCTIONS
• Quality Manager
• Engineering Manager
LEVEL 3- APU MANAGER
• Launch Manager
• Lean/ IE Manager
LEVEL 2- APU LEVEL 2- APU LEVEL 2- APU LEVEL 2- APU
• PC&L Manager
PRODUCTION ME PHASE 3 MAINTENANCE QUALITY
SUPERVISOR SUPERVISOR** SUPERVISOR** SUPERVISOR • Purchasing Manager
• Finance Manager
LEVEL 1- TEAM LEVEL 1- LEVEL 1- LEVEL 1-
LEADER* ME PHASE 3 • HR Manager
MAINTENANCE QUALITY
ENGINEER ENGINEER*** ENGINEER***
CELL CELL MAINTENANCE QUALITY
TECHNITIANS TECHNITIANS
DECISION CAN BE TAKEN TO MERGE THESE FUNCTIONS
*TEAM SUPERVISORS STRUCTURE PER SHIFT

*** OPTIONAL
The plant has no more than 5 levels of hierarchy.
Implementation Book
APU Organization Delphi Powertrain
Edition 1.1
Orientative recommendations: Clarifications:
Recommendations: Operations Manager • This structure requires 100% dedication of all the
Clarifications:
Small plants (<500 employees) Operations Manager (Optional) members
• Other in the
functions chart
such to 1 APU.
as EH&S or Launch can be added
Plants (<500 employees)
It is recommended to have 2 APU managers that • inside the APU organization
This organization through a correspondent.
is the minimum required, other
Itreport
is recommended
directly to thetoPlant
haveManager
2 APU managers that •• MIN 22 APUs
MIN APUs MAX
MAX 55 APUs
APUs • Afunctions
correspondent
such as Lean and PC ancthat
means that the person beisadded
report directly to the Plant Manager •• PBP to
PBP to APU
APU managers
managers performing a role in the APU takes additional
inside the APU organization
Medium plants (500-1000 employees) responsibilities from a function to implement inside the
Plants (500-1200 employees) APU.
It is recommended to have 3-5 APUs reporting to
It is recommended to have 3-5 APUs reporting to APU
APUManager
Manager • ME Ph3 and Maintenance can be merged
an Operations
an Operations Manager
Manager • All APU Managers have less than 10 persons reporting
directly to them
More than 1200
Big plants (Moreemployees
that 1000 employees) •• MIN
MIN10
10indirect employees
indirect employees • More than 75% of the plant manufacturing engineering
It can be decided to have 2 Operations Managers • MIN 50 MAX 250 direct workers phase 03 and maintenance resources are dedicated to
• MIN 50 MAX 250 direct workers
Managers with 5
Maximum 5 APU managers each. • PBP to Supervisors their corresponding APU
with Maximum APU managers each. • PBP to Leaders
APU ProductionAPU
Supervisor APU Quality Supervisor APU ME Phase 3 Supervisor APU Maintenance Supervisor
Shift Leaders APU Quality Leader APU ME+ Maintanance Leader
• 1 per day or 1 per shift • PBP to Quality engineers/ • MIN 2 ME

• MIN per 1 production shift • Quality engineers optional • MIN 3 ME/Mainteance
• 3-5 team leaders technicians • PBP to ME engineers
• 4/5 team leaders • PBP to Quality engineers engineers
• 15 to 100 operators per shift
• 20/100 operators per shift • PBP to ME/ MA engineers
Maintenance engineers
Team Leaders Quality engineers (Optional) ME Phase 3 engineers (optional)
Team Leaders Quality engineers (optional) ME/ Maintenance engineers
MIN 5 Max 20 (Analysis on • MIN 1 quality technicians
team leader task 4intensity
• MIN MAX xxisOperators • MIN 2 quality technitians • MIN 4 ME/Maintenance
necessary to determine this) technitians
Operators Quality Technicians DECISION CAN BE TAKEN ME/ Maintenance technicians

TO MERGE
Quality Technitians
THESE FUNCTIONS
Maintenance technitians
Operators
This Organization is the minimum requirement with all APU Managers being appointed
Implementation Book
Plants with more than 1200 employees Delphi Powertrain
Edition 1.1
Take this organization and size
Plant
recommendation only as a guidance.
Quality Eng PE Facilities Launch Ops 1 Ops 2 PC Pur Fi HR Lean/ IE
Internal ME Ph3 IT Launch APU 1 APU 1 Supplier EH&S Lean/IE
Customer Maint … APU 2 APU 2 Planning … Systems
… … APU 3 Warehouse
* * * * * *
*Functions within the above grouping can be combined

Majority of resources in the APU. The APU Manager
completes/signs the PBP. Central function in charge of
systems and expertise. Not execution
Optional in the APU through correspondent/ Central
Central functions responsible of execution and

systems.
No more than 12 Management Team members.

Each Operations Manager with max 5 APUs
Implementation Book
Plants with 500-1200 employees Delphi Powertrain
Edition 1.1
Take this organization and size recommendation
Plant
only as a guidance.
Quality Eng PE Launch Ops PC Pur Fi HR Lean/ IE
Internal ME Ph3 Launch APU 1 Supplier EH&S Lean/IE
Customer Maint … APU 2 Planning … Systems
… Facilities APU 3 Warehouse
IT …
* * * * * *


systems.
No more than 10 Management Team members.

1 Operations Manager with max 5 APUs
Implementation Book
Plants with less than 500 employees Delphi Powertrain
Edition 1.1
Take this organization and size Plant
recommendation only as a guidance.
Quality Eng APU 1 APU 2 PC Pur Fi HR Lean/ IE
Internal ME Ph3 Supplier EH&S Lean/IE
Customer Maint Planning … Systems
… PE Warehouse
Facilities …
Launch
IT
* * * * * *

systems.
No more than 9 Management Team members

2 APUs reporting to plant manager recommended optionally Operations Manager
Implementation Book
APU Manager Delphi Powertrain
Edition 1.1
Title: Autonomous Production Unit Manager (APU Manager).
Responsibilities: • Follow the operating systems, policies and procedures defined by the Functions.
• SPQVC Results of the APU. The APU Manager is responsible of authorizing Indirect
Material Purchase Orders in the APU.
• Responsible to achieve the APU targets through continually improving in his/her
business. Identify and communicate the business problem and quarterly key projects
continually improving.
Key Competencies: • Lead (not dictate)

• Drive results
• Teach/coach and evaluate subordinate
• Address poor performance
• Discipline to follow processes
• Strive for perfection
Comments: • The APU Manager position helps develop future Plant Managers.
• This kind of organization shifts the accountability for SPQVC from the functions to the
APU’s. It is important to align the metrics system of the plant to support the SPQVC
measurement by APU in a daily and monthly basis (see MCI guideline for more
information about Powertrain standards).
Mission: Responsible of the APU Business.
APU Production Supervisor

Implementation Book
Delphi Powertrain
Edition 1.1
Title: APU Production Supervisor
In an APU there is the possibility to have one or more APU Production Supervisor per day
Responsibilities:
Follow the operating systems, policies and procedures defined by the Functions.
The APU Production Supervisor needs to have functional knowledge of areas such as problem solving
techniques, lean tools, and data analysis so to be responsible to:
• Manage the workforce respecting Delphi policies
• Serve as the EH&S correspondent in the APU.
• Develop and implement Standard Work (WCT/SOS/WELS) in the APU with functional approval.
• Develop efficient staffing and training strategy of team workers.
• Use data to root cause issues, generate alerts and DPS, facilitate problem solving activities in the team
• Implement and follow Delphi systems including Five S, Manufacturing OS, SPQVC, etc.
SPQVC Results of the APU

Responsible to ensure SPQVC targets are met in the shift/day. Data analysis + actions + escalation process.
Continually seek process improvement/ Lead the change

The APU Production Supervisor, together with the other leaders for the APU are responsible for coordinating and
implementing Quarterly Key Projects and sponsor Kaizen events with the Team leaders and Operators.
• Lead (not dictate)

Key Competencies: • Driven by results
• Teach/coach
• Sense of urgency
• Detail oriented
• Good Communicator
• Address workforce poor performance with no delays
If you have 3 fully loaded shifts the recommendation is to have 1 Production Supervisor per shift.
Comments Depending on the specific of the region and HR regulation the APU Supervisor title can be also named APU
Leader or other .
Implementation Book
Team Leader Delphi Powertrain
Edition 1.1
Title: Team Leader
Responsibilities: Support the operations to meet production targets

• The team concept is the structure to execute production in the APU organization where the team
leader is the closest authority to the manufacturing process. The team leader has the power to do
action with no delay. They are the first to flag process deviations, audit all standards, train their
operators and fill in a job if necessary.
• The team leader should perform all his tasks very close to the operators react to deviations within a
quick response.
Continuously seek for process improvement/ Lead the change
• They are involved, though the sponsorship of the APU Leaders in std. work development, problem
solving and Kaizen continuous improvement activities.
Follow the operating systems, policies and procedures defined by the Functions.
• Audit Standard work execution
• Follow functional systems such as 5S, Manufacturing OS…
Key Competencies: A team leader must be selected upon specific criteria like the following (a selection process should be
developed):
• Natural Leader • Good communicator
• Able to teach/coach • Care about Workplace and people
• Sense of urgency • Responsible and engaged
• Attention to details • Computer skills
Comments In order to be efficient T/L are responsible for supporting about 5 to 20 operators. Small Team Structure
that will:
• Support
• Coach
• Resolve Issues
• Monitor Quality and Volume
• Seek for continuous Improvement
• Stimulate Empowerment
Implementation Book
Lean/IE Manager Delphi Powertrain
Edition 1.1
Title: Lean/IE Manager
Responsibilities: • Design, implement and continuously improve the Plant Manufacturing OS

• Design, implement and continuously improve the Monitoring and Continually Improvement OS
of the plant.
• Teach, support, and coach APU Production Leaders in Standard Work, ensure its correct
application and consolidate information in IE plant systems such as Ergonomics, MSD,
Standard hours.
• Lead projects that involve different functions/ APUs.
• Refer to Powertrain IE SharePoint for Lean/IE standard work and tools
Minimum structure reporting to Lean/IE Manager:
Lean Management System Engineer/s Industrial Engineer/s

• Manufacturing Operating System
• Master user of the Lean EOS Software • Standard Work/ 5S teach, support and
• Creation of the Excel SPQVC subsystems coach to APU leaders.
• Specific projects • Specific projects
Key Competencies: • Refer to Powertrain IE SharePoint for Lean/IE standard work and tools.
Comments: • Do not divide IE, Lean or similar functions in more than one manager.
• The Lean/IE Manager (not combined with other functions), reports to the Plant Manager and is a
member of the Management Team
Mission: Design and continuously improve manufacturing and enterprise systems to maximize Delphi profitability
Appendix Lean EOS
Implementation Book
APU team Key Tasks Summary Delphi Powertrain

Edition 1.1
Metric Operator Team Leader APU Production Supervisor APU Manager Plant Manager/ Management Team
SAFETY Execute as trained. Quick reaction and SOT. Shift safety checklist + quick reaction + escalation SOT. Daily alerts status monitoring. Ensure
SOT. Generate alerts & DPS execution. SOT. Daily alerts status monitoring + escalation.
escalation as defined. process. look across process.
Assist to monthly APU communication and Assist to monthly APU communication and Yearly Plant Assist to APU monthly communication, Plant Perform monthly APU communication. Assist to Perform monthly and yearly plant
Yearly Plant communication. communication. monthly and yearly communication. monthly and yearly plant communication. communication.
Management Routine for SPQVC meeting at
Management Routine for SPQVC meeting: APU
Assist Daily Segment SPQVC Daily Segment SPQVC Communication to the team Ensure and communicate SPQVC results from Plant level and Plant tour through APU
level. APU tour through segment boards to
Communication. including S/Q alerts. Communication between shifts. previous day at the segment boards/leaders. boards to develop people and ensure
develop people and ensure information content.
PEOPLE information content.
Management Routine for SPQVC meeting: APU Management Routine for SPQVC board at
Fulfill SPQVC Segment board with required information Fulfill SPQVC Segment board with required
N/A level. APU tour through segment boards to Plant level and Plant tour through APU
about shift performance. information about day performance.
ensure information content. boards to ensure information content.
Execute 5S program and escalate every Review 5S status in weekly basis and audit Define 5S Operating System, review status
Execute 5S program (audit checklist in a shiftly basis) Promote 5S program and audit checklist
non-conformity checklist. in weekly basis and audit checklist
Develop Process Control Plan and Operations

Layered audit + results analysis + actions + daily Develop Layered audit process and check
Standard Cell including change over, quality
priorities + escalation process. that they are performed correctly.
audits, maintenance…)
Follow Process Control Plan and Operations Standard
QUALITY Execute as trained. Quick reaction and Cell including to ensure change over, quality audits,
Daily alerts status monitoring. Ensure look
escalation as defined. maintenance… with quick reaction and escalation as Generate alerts & DPS execution. Daily alerts status monitoring + escalation
across process.
defined.
Layered audit the execution of the defined
Layered audit + results analysis + actions + daily Develop Layered audit process and check
process.
priorities + escalation process. that they are performed correctly.
Management Routine for SPQVC meeting: LTM:

Develop and audit Standard Processes for Management Routine for SPQVC meeting at
Maintain the flow Follow standard process for Machine Maintenance. Data analysis + actions + daily APU priorities +
Machine Maintenance (Preventive/ Corrective) Plant level. Plant deliveries vs plan analysis
escalation process
Correct production boards reporting every Management Routine for SPQVC meeting: LTM:
VOLUME LTM: ensure correct production boards reporting, frequent LTM: ensure correct reporting, data analysis + Management Routine for SPQVC meeting at
hour. Quick reaction and escalation as Data analysis + actions + daily APU priorities +
check and quick reaction + escalation process actions + escalation process Plant level. Plant deliveries vs plan analysis
defined. escalation process
ABC analysis/Schedule attainment: Ensure the Manufacturing OS adaption to demand + ABC Management Routine for SPQVC meeting:ABC
N/A Manufacturing OS, frequent check and quick reaction+ analysis/ Schedule attainment + actions + Data analysis + actions +daily APU priorities +
Plant level. Plant deliveries vs plan analysis
escalation process. escalation process. escalation process.
Follow Process Control Plan and Operations Standard

Management Routine for SPQVC meeting: Cost:
Cell including to ensure change over, quality audits, Finance Controller to assist in regular costs
Cost control + actions + escalation process. Data analysis + actions + daily APU priorities +
maintenance… with quick reaction and escalation as reviews and escalate any deviation
escalation process
defined.

Execute as trained. Quick reaction and Management Routine for SPQVC meeting: APU
Follow/audit process to ensure standard work execution Develop/update Standard Work Plant level. Ensure resurces alignment with
escalation as defined. Manpower efficiency monitoring + quarterly key
and machine CT + escalation process (WCT/SOS/WELS) forecast and APU requirements at a plant
Maintain standard projects if needed.
COST level.
S&OP weekly meeting. Forecast resources

APU MPT weekly meeting: Manpower calculation, and ensure alignment with and APU
Ensure training team + Polyvalence in the area Staffing and training strategy.
shifts Staffing and training strategy. requirements at a plant level. Submit
forecast every month. Set APU targets.
Assist plant manager with Budget figures Perform Budget. Perform One page with
N/A N/A N/A
assignation per plant APU's yearly declarations
Weekly review Quarterly Key Projects. Monthly

Participate in Kaizen events sponsored by Weekly review Quarterly Key Projects. Monthly
Participate in Kaizen events sponsored by APU leaders. Operating Review with Management Team. Weekly Management team review. Monthly
APU leaders. Perform suggestions Operating Review. Kaizen events with team
Promote suggestions program on the team. Run the bussines identify priorities and assure Scorecard Review.
program. leaders.
that they are adressed
SPQVC CI Implement Quarterly Key Projects and sponsor Identify and Communicate the Business Problem Set the Vision with the Management team.
Kaizen events. and quarterly key projects for Continually Align functions/ APUs Quarterly Key
Focus on specifica area
Coordinate between area and assure support is Improvement in the APU. Projects. Recognize suggestions/ Kaizens/
80% maintain standard
availeble Focus on KPI Projects.
20% continually improving
40% maintain standards 20% maintain standards 20% maintain standards
60% continually improving 80% continually improving 80% continually improving
PART 2- Monitoring
and Continually
Improving OS
Lean EOS

Delphi Powertrain
Edition 1.1
Introduction

PART 3- Flow 5 OS
• Connection Map
Powertrain Guideline
Monitoring and Continually Improving OS
2015 New requirements related to current DP711 Gap Closure
Effective Date: November, 2015
Owner: Approved by:

Ruben Gregorio, PT Lean EOS Manager, EOS Jaume Roquet, PT Lean EOS Director
Systems
Support:
Bogdan Talica, PT Lean EOS Senior Engineer
Magali Forton, PT Lean EOS Senior Engineer
Delphi Confidential
Lean EOS
Table of Content
Implementation Book
Delphi Powertrain
Edition 1.1
Monitoring and Continually Improving OS Guideline

Monitoring Continually Improving
Concepts · Monitoring & Continually Improving · Monitoring & Continually Improving
· SPQVC boards hierarchy
Management Routine · Daily Plant SPQVC Review · Plant Monthly Management team review
Standards · Daily APU SPQVC metrics(review) · APU Operating Review
· Daily Plant Tour
· Daily Segment SPQVC metrics (review)
Standard Tools · Plant SPQVC board · Monthly Scorecard Software

· Daily SPQVC software plant level · Scorecard Tracker Software
· APU SPQVC Board · Plant continually improving board
· Daily SPQVC software APU level · Journey For Excellence format
· Segment SPQVC board · Quarterly key Projects format
· APU Monthly SPQVC metrics
· APU continually improving board
· A3 report tools (lean toolbox)
Concept Lean EOS
Implementation Book
Monitoring & Continually Improving Delphi Powertrain
Edition 1.1
MONITORING CONTINUALLY IMPROVING

Conduct Select tool &
Monitor performance determine action Roll out action plan
management review
plan
Focus Daily Normal vs. Focus on Quarterly Key

abnormal Projects
Daily SPQVC review focused on last day Quarterly Key Projects

result vs plan that Is based on previous focused on systemic problems
demonstrated results
Ideal
Quarterly
Key
projects
Normal Plan
Quarterly
key
projects
Plan
Target
Abnormal
Previous Last day Q2 Q3 Q4

results results
Concept Lean EOS
Implementation Book
Metrics Hierarchy Delphi Powertrain
Edition 1.1
One source of information and most important, all levels having the same targets & results , working on
the same priorities
DAILY MONITORING CONTINUALLY IMPROVING

PROCESS CAPABILITY METRICS PROCESS PERFORMANCE METRICS
Indicators of the ability to successfully perform the process Desired results of a process needed to achieve the business performance
Scorecard Quarterly Key

PROCESS TARGETS Projects
TARGETS
TARGETS
PT
Production vs. Plan, OE…

Safety Alerts, SOT…
Manpower Efficiency…
Quality Alerts, FTQ…
# Training hours…
Absenteeism / Attrition
Customer Complaints
Premium Freights
Cost vs. Forecast
Plant
LWDC
APU
Segment
RESULTS RESULTS RESULTS
• Daily review focused abnormal vs normal on process capability metrics reduce and eliminate any risk of customer impact or any
other performance metrics
• The relation between the inside the pipe metrics and outside the pipe metrics needs to be very clear so that you can work on the
process capability in order to ensure the process performance
• Monthly Scorecard focused on process performance is the input for the prioritization and selection of Quarterly Key Projects.
Concept Lean EOS
SPQVC Boards Hierarchy

Implementation Book
Delphi Powertrain
Edition 1.1
Daily good communication and information consistency in both directions is essential
TOP DOWN
Vision & Targets
Plant level
daily (Plant manager with
management team)
APU level
daily
(APU manager with
APU Leaders)
Team Leader
shiftly level
(Team leader with
Operators)
BOTTOM UP
Results & Feedback
Concept Lean EOS
Implementation Book
Edition 1.1

management review
plan

abnormal Projects

Ideal
Quarterly
Key
projects
Normal Plan
Quarterly
key
projects
Target Plan
Abnormal

results results
Management Routine Standard Lean EOS
Implementation Book
Daily Plant level SPQVC Review Delphi Powertrain
Edition 1.1
• Check daily normal vs abnormal at plant level

PURPOSE
MANAGEMENT ROUTINE STANDARD

• Establish daily priorities and check follow-up actions’
status. PERFORMANCE METRICS – DAILY STANDARD REVIEW
FREQUENCY
daily
• PT Standard Plant SPQVC board LWDC? Absenteeism World Formal& Outbound Manpower
TOOL
or Attrition out Informal Customer Premium Incident Efficiency or/and

• PT Standard Daily SPQVC Software plant level of target? Complaint (OEM& (OEM& the sum of other
Intertrading)? Intertrading)? accounts out of
• Before the meeting, the functions managers with target?
Out Out Target
their teams checks the abnormal vs normal on the Yes No
target
Target Yes No Yes No
target
SPQVC metrics and put a red/green flag in the file
• Each function manager is presenting the last day CAPABILITY METRICS - DAILY STANDARD REVIEW
results and corrective actions • Manpower
• Start the review first looking at the performance • Safety Alerts • Absenteeism/ • Quality alerts • Plant
HOW
Efficiency
Attrition Production vs
metrics and then check the defined capability • FTQ critical Plan
• 10.000 (Supplies+
tracker Expense Tools +
metrics segments Maintenance)
• The focus is on reviewing the normal vs. abnormal account + Indirect
• The meeting duration should be about 30
FOLLOW UP
warehouse)
• The APU Managers do not attend this meeting if • 4.000 Utilities
there is no Operation Manager account
• 7.000 Scrap
• Plant Manager and Operations Manager with • PO cost control
management team. CAPABILITY METRICS - WEEKLY STANDARD REVIEW
• Safety and People is presented by HR team.
WHO
• Quality by Quality team. • I Care • Quality • Inventory vs

• Volume by PC team and/or Operations. Message Message forecast
• Cost by cost controller and/or Operations.
• On the PT Standard SPQVC board in the shop
WHERE
floor.
All above metrics are the minimum requirement, other metrics can be added
Standard Tool Lean EOS
Implementation Book
Plant level SPQVC board Delphi Powertrain
Edition 1.1
STANDARD TOOL HOW TO USE THE STANDARD TOOL?

Format:
Must be the Powertrain Standard SPQVC Board

displayed in the figure (for more information, see
appended information.
Continually improving block :

• Monthly SPQVC Scorecard
• Connection Map
• Plant Quarterly key projects
• Journey for Excellence
• Policy
Monitoring block
• Daily SPQVC TV monitor
• The TV needs to have HDMI connections
Instructions:
Continually improving block focused on

systemic problem using quarterly key projects
selection process.
Monitoring block : focused on abnormal vs.
normal
The standard background and titles will be
provided by the powertrain central team
Contact Person:
Minimum requirement for all plants in 2015 (for more information see appendix). Bogdan Talica
Implementation Book
Daily SPQVC software plant level Delphi Powertrain
Edition 1.1

Format:
Process Performance Metrics
Powertrain standard Plant Software SPQVC
Daily visual management using red and green
dots to determine abnormal vs. normal
Available at: http://oms.delphiauto.net/
Instructions:
• Before the meeting, the functions managers

with their teams checks the abnormal vs
normal on the SPQVC metrics and put a
red/green flag in the file
Process Capability Metrics
• Operating information available at EOS
Software
Contact Person:
(consider pictures above as reference, std format will be available in the Lean EOS application)
Magali Forton
Implementation Book
Daily APU level SPQVC metrics Delphi Powertrain
Edition 1.1
PURPOSE
• Check daily normal vs abnormal at APU level. MANAGEMENT ROUTINE STANDARD

• Establish daily priorities, check follow-up actions’ status and
communicate key messages to people. PERFORMANCE METRICS - DAILY STANDARD REVIEW
FREQUENCY
daily
Absenteeism/ World Formal& Outbound Premium Direct labor out or

LWDC in the
TOOL
• PT Standard APU SPQVC board Attrition vs Informal Customer incident (OEM & the sum of other
APU?
• PT Standard Daily SPQVC software APU level target in the Complaint (OEM& intertrading) / X hs. accounts out of
APU? Intertrading) in the stop to the next target?
APU? APU/Schedule
• All the Capability metrics are updated as normal or Attainment?
Out Target Out
abnormal every day by the APU team before the APU Yes No target Yes No Yes No
target
Target
level SPQVC review in a consistent manner
• Team presents to APU manager the results of the last CAPABILITY METRICS - DAILY STANDARD REVIEW
day.
HOW
• Each team member is presenting the last day results • Quality alerts • Lost Time • Manpower
• Safety Alerts Efficiency
and corrective actions. • FTQ critical Management
segments • Production vs. • 10.000
• The focus is on reviewing the information flagged in (Supplies+
red. • Blocked stock Plan
dollars /euro Expense Tools +
FOLLOW UP
• The meeting duration should be about 30 min Maintenance)

account
• APU manager with his team • 4.000 Utilities
• Production supervisor/ safety correspondent presents S account
• Production supervisor presents P • 7.000 Scrap
WHO
• Quality APU supervisor presents Q • PO cost control

• Production supervisor/ ME/MA APU supervisor
presents V
• Production supervisor/ APU manger presents C CAPABILITY METRICS - WEEKLY STANDARD REVIEW
• I Care • Quality
• On the PT Standard APU SPQVC board in the shop Message Message
WHERE
floor
Implementation Book
APU level SPQVC Board Delphi Powertrain
Edition 1.1

Format:
Must be the Powertrain Standard APU SPQVC Board

displayed in the figure (for more information, see
appended information.

- APU Scorecard
- APU Connection Map
- APU quarterly key projects
Monitoring block :
- Daily SPQVC TV monitor
- The TV needs to have HDMI connections
Instructions:
- Monthly APU scorecard and quarterly key
projects status reviewed and presented by the APU
manager to the management team
- Quarterly SPQVC analysis and diagnosis of the
metrics with business problem definition
- Connection map that describe the material and
informational flow of the processes
- Alignment of the key projects with plant priorities
focused on system problems
Monitoring block :
The Lean EOS Divisional Team will provide the Vinyl background. Plants will provide the rest - focused on abnormal vs. normal
of the elements. - establish daily priorities and people communication
The board must be posted facing the main alee at a minimum 2 m distance
(for more information see appendix). Contact Person: Bogdan Talica
Implementation Book
Daily SPQVC software APU level Delphi Powertrain
Edition 1.1

Format:
Process Performance Metrics
Powertrain standard APU Software SPQVC
Daily visual management using red and green
dots to determine abnormal vs normal
Available at: http://oms.delphiauto.net/
Instructions:
The functions correspondents should check

before the meeting the information and put a
red/green flag in the file
Process Capability Metrics Operating information available at

EOS Software
Contact Person:
(consider pictures above as reference, std format will be available in the Lean EOS application) Magali Forton
Implementation Book
Daily Plant Tour Delphi Powertrain
Edition 1.1
• To align the Plant and APU targets by sharing the APU MANAGEMENT ROUTINE STANDARD
PURPOSE
results
• Coach and remove roadblock.
FREQUENCY
daily
• Powertrain Standard Plant Entrance board

TOOL
• Powertrain Standard APU board

• Powertrain Standard Software
• Review APU SPQVC

• Align daily priorities
• Ensure direct communication between functions and
HOW
the APU team

• Develop process and people: Coach and remove
roadblock
• Reinforce the accountability for SPQVC
• The duration of each pit stop should be 5-15 min.
• The plant tour through the APUs is performed following
FOLLOW UP
a defined schedule on a daily basis by the Operations

Manager and on a weekly basis minimum by the Plant
Manager
WHO
• It is strongly recommended that the Plant Manager

attends daily to the plant tour
• If the organization is without operation manager than
the Plant Manager needs to attend daily to plant tour
• Start pit stops presentations with APU manager,
recommended to do with APU team as second step.
• Shop floor
WHERE
*Example. The sequence can be changed according to plant needs. In the plant
tour Warehouse can be added
Implementation Book
Daily Segment level SPQVC metrics Delphi Powertrain
Edition 1.1
• Communication segment/ APU / Plant result at lowest MANAGEMENT ROUTINE STANDARD

level in term of SPQVC
PURPOSE
• Awareness of the segment metrics results impact in PERFORMANCE METRICS - DAILY STANDARD REVIEW
the APU business results
• Lower level being accountable of his area
FREQUENCY
Shiftly
Absenteeism World Formal& Outbound Premium Segment direct

LWDC in the
incident (OEM & labor out or
TOOL
vs target in the Informal Customer

Segment?
• Segment SPQVC board Segment? Complaint (OEM& intertrading) / X hs. the sum of other
Intertrading) in the stop to the next accounts out of
Segment? APU/Schedule target?
Attainment?
Out Target Out
• Shift leader take the printed report from the APU Yes No target Yes No Yes No
target
Target
SPQVC board
• Fill by hand the SPQVC segment result CAPABILITY METRICS - DAILY STANDARD REVIEW
HOW
• Communicates to his team last day results

• Communicates to his team key messages • Safety Alerts • 5S segment • Quality alerts • Volume • Cost metric/s
• Maximum 10 min meeting every shift. Optionally score tracker
FOLLOW UP
once per week.
• Team leader with his team

WHO
• Shop floor at the segment board

WHERE
Implementation Book
Team leader level SPQVC board Delphi Powertrain
Edition 1.1

Format:
The requirements are:
- If you have already a segment SPQVC below are
the minimum requirements to comply to powertrain
guidelines
- If you do not have a segment SPQVC it is not
mandatory to implemented in 2015
- If you do not have a segment SPQVC but you want
to implement one, below are the minimum
requirements to comply with powertrain guidelines
The minimum requirements are:
- Standard powertrain title
- Standard A4 landscape paper format
- Standard charts format
- Standard metrics for the first 2 levels
- Last 2 levels are flexible
Instructions:
• Shiftily meeting on the APU or manufacturing
segment SPQVC
• The team leader or supervisor presents to the
team the last day results, with special focus on
Safety and Quality Alerts.
• Taking corrective and preventive action on a
shiftily basic as part of the daily normal vs.
abnormal focus
Minimum requirement for all plants. Plants need to adapt current boards and approved • Communicates key messages to the team
them by the Lean EOS Divisional team. Contact Person:
The board must be posted facing the main alee at a minimum 2 m distance
Bogdan Talica
Concept Lean EOS
Implementation Book
Edition 1.1

management review
plan

abnormal Projects

Ideal
Quarterly
key
projects
Normal Quarterly Plan
key
projects
Target Plan
Abnormal

results results
Plant Level Monthly Management team review

Implementation Book
Delphi Powertrain
Edition 1.1
• Review the progress of the quarterly key projects MANAGEMENT ROUTINE STANDARD
PURPOSE
and the impact on the scorecard metrics
Management team:
1- Review scorecard
2- Review functions Quarterly Key Projects status
FREQUENCY
weekly monthly
• Quarterly key • Plant Scorecard +

TOOL
projects tracker Software

• Quarterly key projects
• Review Quarterly • Check scorecard result
Key projects • Check the trend of the
sponsored with the metrics
teams • Gap analysis and
actions for metrics that
HOW
are out of target

• Review Quarterly key
projects status
FOLLOW UP
• The meeting duration is

from 1h to 2h.
• Plant Manager,
Management team • Plant Manager with
WHO
members, teams. Management Team
• Shopfloor/ Warroom • Meeting room.

WHERE
Monthly the Plant Manager with the Management Team reviews the
Plant Scorecard results, Pareto and the actions using PT EOS Software.
Implementation Book
Plant Level Monthly Scorecard Software Delphi Powertrain
Edition 1.1

Format:
Standard Metrics Tracker by Plant in the EOS

1 2 3 4 software. Available at:
http://oms.delphiauto.net/
Follow the following order (in case of red check Instructions:
the standard tracker to close the gap)
Follow the following order (in case of red check
the standard tracker to close the gap)
1- Do you have any risk to achieve the yearly

target?
COMPARE FCST vs TARGET
2- Are you in target this year?

COMPARE actual YTD vs TARGET
3- Are you on actual month?

COMPARE ACTUAL MONTH RESULT vs
TARGET
4- Is the Run & Rate last 3 months in line with

next year target?
COMPARE Last 3 Months R&R vs TARGET

next year
The PT EOS software is the only method to report the montlhy plant SPQVC Contact Person:
performance at all levels of organization.
Magali Forton
Implementation Book
Plant level Monthly Tracker Software Delphi Powertrain
Edition 1.1

Format:
- Standard monthly charts to track actual vs.

yearly target
- Standard monthly Pareto the explain the gap
- Standard action plan template to fill the actions
with dates and responsible for completion
Instructions:
In case of any FCST and/or YTD RED result an

action has to be taken into account on the
standard tracker to close the GAP
1. Check yearly trend vs yearly target

2. Do or review Pareto analysis with the root
causes
3. Complete or review action plan to close the
GAP
Contact Person:
Magali Forton
The Scorecard Trackers are updated montlhy
Implementation Book
Plant level quarterly projects selection process Delphi Powertrain
Edition 1.1
FREQUENCY PURPOSE
• Review functions and APU quarterly key projects MANAGEMENT ROUTINE STANDARD
proposal and select plant quarterly key projects
Input 1- Journey for Excellence
(Yearly plan to implement the Operations
Excellence)
quarterly
• Plant SPQVC board

TOOL
• Plant Scorecard Software

• Journey for Excellence
• A meeting is performed every quarter to ensure
the alignment between Plant Manager, Functions
and APUs for the next Quarterly Key Projects.
• Each function is presenting JFE and key projects
proposals for next quarter to improve plant
•
scorecard results.
Plant Managers selects key projects that have +
HOW
impact on plant scorecard and plant journey for

excellence.
FOLLOW UP
• Meeting duration 2h.

• Plant and Functions Quarterly Key Projects and
Journey for Excellence are defined with a natural
quarterly cadence and posted on PT Standard
Plant SPQVC board
Input 2- Scorecard Performance + the plant

WHERE WHO
• Plant Manager with the management team

connection map
• Meeting room, in the Management Team meeting.
Implementation Book
Plant level Journey For Excellence format Delphi Powertrain
Edition 1.1

Format:
Journey for Excellence :

- A3 landscape paper printed
- Structured in 3 block aligned with the 3
pillars that sustain the vision
- Organized as timing by quarter in alignment
with quarterly key projects selection process
LWDC
PPM
PF
MFG (%)
Instructions:
- Define the declaration in terms of minimum:
• LWDC
• PPM
• PF
• MFG (%)
- The plant manager with the management
team defines the plant Journey for Excellence
to sustain the vision
- Each quarter the Journey for Excellence is
reviewed and adjusted to ensure the vision
- To be posted on the plant SPQVC board
LWDC
PPM
PF
MFG (%) Contact Person:
JFE is a tool to ensure that we focus on the vision (important & not urgent!) Bogdan Talica
Implementation Book
Quarterly key projects format Delphi Powertrain
Edition 1.1

Format:
- A 3 landscape printed paper

- Structured in 2 blocks previous and current quarter
- Each quarter action plant template includes:
- SPQVC
- Scorecard KPI
- Description / Objective
- Target
- Due Date
- Leader of project
- Scorecard KPI impact
- Status
- Methodology
Instructions:
- Each Month the template it is used to show current

quarter projects status in the APU and Function
management routine review
- Each Quarter the template it is used to show
previous quarter projects status and next quarter
APU and functions projects proposal
- The template to be used for the plant quarterly key
projects selection process that will be posted on
the plant SPQVC
Contact Person:
Bogdan Talica
Implementation Book
APU level Operating Review Delphi Powertrain
Edition 1.1
• Review the SPQVC results of the APU and the MANAGEMENT ROUTINE STANDARD
PURPOSE
progress of the quarterly projects

• Remove roadblocks
APU team with Management team:
1- Review APU scorecard
FREQUENCY
2- Review APU Quarterly Key Projects status

weekly monthly
• Quarterly key • APU Scorecard

TOOL
projects • Quarterly key

• Master Action Plan projects
Weekly Monthly
APU team review On a monthly basis
Quarterly Key the APU managers
Projects status presents to the
management team on
HOW
a define schedule the

last month scorecard
FOLLOW UP
results and the

quarterly key projects
status
Plant Manager with

WHO
APU team
the management
team and APU team
WHERE
APU meeting room Meeting room
Implementation Book
APU Monthly Scorecard Delphi Powertrain
Edition 1.1

Format:
1 2 3
- 2 A3 landscape paper printed landscape posted on
1. Are you on target last top of the other
month? - Standard graph for each metric
COMPARE LAST - Visual management to show metrics status
MONTH vs TARGET
Instructions:
- Each function correspondent is updating the metrics

2. Are you on target this - For the metrics that are out of target the APU
year? manager with his team will need to provide actions to
COMPARE actual YTD close the gaps
- Printed and posted on the APU SPQVC board
vs TARGET
- All APUs Scorecard are defined and measure for
S: LWDC, P:Abs/Att, Q: FCC/ICC, V:Outbound PF
Inc. / SA/Line stoppage C: D Labor or sum acct.
RED? (4000,7000,10000)
3. Trend?
CHECK MONTHLY
TREND vs TARGET
Contact Person:
Bogdan Talica
APU level Quarterly Key Projects selection

Implementation Book
Delphi Powertrain
Edition 1.1
• Define APU Quarterly Key Projects projects in

PURPOSE
MANAGEMENT ROUTINE STANDARD

alignment with plant priorities
Input 1- TOP-DOWN Plant Priorities

FREQUENCY
Quarterly
• APU SPQVC board

TOOL
• APU Scorecard
• APU Connection Map
• SPQVC Analysis using scorecard results focused on

the YTD results
• Define the business problem with priority 1 (red circle
) and priority 2 (yellow circle)
• Identify on the APU connection map the business
priorities
• Check the operating system design and alignment
HOW
with scorecard performance metrics targets

• Quarterly APU Managers presents to plant
Management Team and Plant Manager APU
FOLLOW UP
Scorecard result and Quarterly key Prokects

proposal
• Alignment with plant priorities
• Post the quarterly key projects on the PT standard Input 2- BOTTOM UP- Business Problem:
APU SPQVC board Scorecard Performance Priority 1
• Meeting duration: 2h
APU + connection map Priority 2
WHO
• APU manager with his team

WHERE
Quarterly with a natural cadence, the APU Manager with the APU team defines APU business
• APU meeting room problem, propose quarterly key projects and post them on PT standard APU SPQVC board
Problem Solving Method and Tool Selection

Implementation Book
Delphi Powertrain
Edition 1.1
TOOL FREQUENCY PURPOSE
• Define standard method of problem solving MANAGEMENT ROUTINE STANDARD

• Standardize quarterly key projects tracking and
reporting
• Quarterly the team are doing the analysis of the scorecard gaps
• Based on problem solving methodology they define the projects
• Identify the route cause
Quarterly • Implement corrective actions
• Standardize the improvement
• Lean Tools
• I&CIM
• A Problem is a deviation from the Target. The gap

becomes the problem definition
• The reasons for gaps to the target can be many
and varied
• There are many tools for gap closure, that can be
used including (but not limited to):
• Lean Tools
HOW
• Industrial Engineering
• Ergonomics
FOLLOW UP
• I&CIM
• Delphi Problem Solving
• In case of doubts regarding the tools,
the lean Manager will support the APU.
• APU manager with his team

WHO
• War room
WHERE
Reference to this management routine is the Problem Solving Guidleine
Concept Lean EOS
Implementation Book
People & Process Development Delphi Powertrain
Edition 1.1
Targets and results can’t exist without people and processes Quarterly
We need to develop the right skills for people in order to run the processes VP/PBU director checking on people and
We need to have good processes to help the people to achieve the results processes
TOP DOWN
Monthly
Vision & Targets Plant Manager and Management team
Checking on people and processes
Plant level
daily (Plant manager with
management team)
Weekly
APU Manager and his team
Checking on people and processes
APU level
daily (APU manager with
APU Leaders)
Daily
Team Leader checking on
people and processes
Team Leader
Shiftly level
(Team leader with
Operators)
BOTTOM UP
Results & Feedback
Plan Leadership Developing People & Process

Implementation Book
Delphi Powertrain
Edition 1.1
• Support Problem Solving MANAGEMENT ROUTINE STANDARD

PURPOSE
• Check / Act on People

• Develop People & Process Capability
FREQUENCY
daily weekly monthly
weekly
• SPQVC boards
TOOL
daily
• SPQVC software
• Check if management levels are doing their

standard work , standard management routines
• Check if the process is done and followed
HOW
• Take notes to see were staff members can give

support
• Give feedback about the way how they follow the
process and train/coach the team
FOLLOW UP
• Interact during the meeting if need it to ask monthly

monthly
questions
WHO
• Plant Manager, Management team

WHERE
• Shop floor For the rest of Management Levels go see the Appendix Matrix
Global Process Overview Lean EOS
Implementation Book
Plant level MCI Delphi Powertrain
Edition 1.1
Monitoring and Continually Improving

Purpose : To monitor compliance to the EOS and provide overall business and process
Q performance results to
V(
management, leading to continuous improvement of all aspects of the EOS and the achievement business objectives
Focus normal vs abnormal Focus on Quarterly Key Projects
Monitor performance Perform Management Review Select tool & determine action plan Roll out action plan
S Q critical problem solving

Daily SPQVC Complaint Delphi Problem
Gather information (normal vs abnormal) Analysis Solving (DPS)
data
Red in an indicator
Weekly Management Pareto Analysis Master action
Team meeting + S&OP Tracker
plan.
Summarize meeting
performance
indicators
Monthly SPQVC Quarterly
Scorecard Plant Quarterly Problem
(Scorecard & Quarterly
Analysis and Key Projects Solving A3
Key Projects review)
prioritization
Plant Journey for
Excellence
Ops Excellence
Policy
Scope : Applies to all Powertrain Sites Worldwide

Safety/ People / Quality / Volume / Cost Plant and APU level MCI processes
Global Process Overview Lean EOS
Implementation Book
APU level MCI Delphi Powertrain
Edition 1.1
Monitoring and Continually Improving

Purpose : To monitor compliance to the EOS and provide overall business and process
Q performance results to
V(
management, leading to continuous improvement of all aspects of the EOS and the achievement business objectives
Focus normal vs abnormal Focus on Quarterly Quarterly Key Projects
Monitor performance Perform Management Review Select tool & determine action plan Roll out action plan
S Q critical problem solving

Daily SPQVC Complaint Delphi Problem
Gather information (normal vs abnormal) Analysis Solving (DPS)
data
Weekly APU Team Master action

Tracker
meeting + MPT meeting plan.
Summarize
performance
indicators
Monthly SPQVC Quarterly
(Scorecard & Quarterly Scorecard APU Quarterly Problem
Key Projects review) Analysis and Key Projects Solving A3
prioritization
Top down , bottom
up alignment
Scope : Applies to all Powertrain Sites Worldwide

Safety/ People / Quality / Volume / Cost APU level MCI processes
Appendix
Monthly Scorecard formulas
• Go in the EOS system
• Select the plant
• Select monthly score card
• Click on the performance metric title description
• Check the formula

• Fill the table with data to update the scorecard
For more details about all Scorecard Metric formulas check the EOS system new scorecard process
Appendix
Plant level SPQVC
Appendix
Plant level SPQVC
Appendix
Plant level SPQVC checklist
Recommended item /
Check Item Quantity Supplier’s Contact Observations
brand / supplier
Board 1 Jorcar jorcar@jorcar2009.com See drawing

Vinil 1 TOT Cerdanyola pere.esquerda@cerdanyola.com
Set of
1 Jorcar jorcar@jorcar2009.com 1 A0 size + 3 A3 size
Plexiglas
DELL Optiplex 7020 (SFF
PC 2 Delphi Standard
chassis)
Table 1 Jorcar jorcar@jorcar2009.com With wheels
Keyboard 1 Logitech Wireless Combo

Need to be Wireless
MK270
Mouse 1
Monitor 1 Samsung ED55D 55’’
TV 1 Samsung ED65D 65’’
LEDs 1 Jorcar jorcar@jorcar2009.com String of LEDs (white light)
Wires to connect PC to
Wire 2
Monitor/TV
Lean EOS Divisional team will ship Plants will receive this material from Plants will provide this material.
this material centrally to every region regional suppliers
Appendix
APU level SPQVC
Appendix
APU level SPQVC
Appendix
APU level SPQVC checklist
Recommended item /
brand / supplier
Vinyl 1 TOT Cerdanyola pere.esquerda@cerdanyola.com
Set of
1 Jorcar jorcar@jorcar2009.com 1 A1 size + 3 A3 size
Plexiglas
DELL Optiplex 7020 (SFF

PC 1 Delphi Standard
chassis)
Table 1 Jorcar jorcar@jorcar2009.com With wheels
Keyboard 1 Logitech Wireless Combo

Need to be Wireless
MK270
Mouse 1
TV 1 Toshiba 47L7453DG 47’’
Wires to connect PC to
Wire 1
Monitor/TV
Appendix
Segment level SPQVC
Appendix
Segment level SPQVC
Appendix
Segment level SPQVC Checklist
Recommended item /
brand / supplier

Vinyl 1 TOT Cerdanyola pere.esquerda@cerdanyola.com
Set of
1 Jorcar jorcar@jorcar2009.com 15 A4 size
Plexiglas
Appendix
S/Q Excellence boards
Appendix
S/Q Excellence boards
A frame need to be added in order to protect the Vinyl from the rain.
Appendix
S/Q Excellence Boards Checklist
Recommended item /
brand / supplier
Safety Board 1 Jorcar jorcar@jorcar2009.com See drawing
Quality Board 1 Jorcar jorcar@jorcar2009.com See drawing
Safety Vinyl 1 TOT Cerdanyola pere.esquerda@cerdanyola.com To be outdoor
Quality Vinyl 1 TOT Cerdanyola pere.esquerda@cerdanyola.com To be outdoor
Set of Magnets 2 TOT Cerdanyola pere.esquerda@cerdanyola.com A5 size
Appendix
Plexiglas size
A0 A2 A3 A4
Appendix
Magnets size – A5 vertical
223 mm
148 mm
Appendix
Process and People Development Matrix
People & Process development
Plant Manager with his management team goes and sees one APU level SPQVC daily review. They will
take notes and make observation during the meeting . The management team will give feedback and
coaching to team .Plant manager can ask support from managment team to do training on APU team Shopfloor SPQVC
Plant tour APU level SPQVC review check and assesment Plant Manager with Management team Weekly
on the process. APU board
Also 1 to 1 discussion between Management and APU team members can be schdeule/request to
coah and train in detail about the process
Plant Manager goes in a project room with the project team and review the project status , get's in
Plant level key projects status review check and assesment details about the analysis results and interpretation, gives support in removing roadblock and ensure Project room Plant Manager with project team Weekly
training to the team using SME support if need it
Plant Manager with the management team goes and sees the Team Leader level SPQVC shiftly
SPQVC review Shopfloor SPQVC
Team leader level SPQVC review check and assesment Plant Manager with Management team Monthly
The take note related with the issues that they can help, and give feedback and coching to the team Team leader board
to improve the process
APU Manager with his team goes and sees the Team Leader level SPQVC shiftly SPQVC review
Shopfloor SPQVC
Team leader level SPQVC review check and assesment They check their results , take note related with the issues that they can help, and give feedback and APU manager with his team Weekly
Team leader board
coching to the team to improve the process
APU Manager goes in a project room with the project team and review the project status , get's in
APU level key projects status review check and assesment details about the analysis results and interpretation, gives support in removing roadblock and ensure Project room APU manager with his team Weekly
training to the team using SME support if need it
APU Manager goes and observe in the production area the standard work that the operator is
performing. He checks using documentation as a tool to see if the operator follows the standards. If Shop floor at the
Operator level standard work check and assesment APU manager Monthly
he sees that the operator is following the standards he recognize and apreciate him, if he sees any workstation
gaps he gives coaching and training to the operator
Team Leader goes and observe in the production area the standard work that the operator is
performing. He checks using documentation as a tool to see if the operator follows the standards. If
Shop floor at the
Operator level standard work check and assesment he sees that the operator is following the standards he recognize and apreciate him, if he sees any Team Leader Daily
workstation
gaps he gives coaching and training to the operator and notes in the polivalency matrix that the
operator needs more training
VP/PBU director every quarter check and asses the plant daily VP/PBU director attends to the daily plant SPQVC review and asses the process . He gives feedback Shopfloor at the Plant
VB/PBU director Quarterly
SPQVC review and is coaching the management team on the process SPQVC board
VP/PBU director every quarter check and asses the APU SPQVC VP/PBU director attends to the APU daily SPQVC review and asses the process . He gives feedback Shopfloor at the APU
review and is coaching the APU manager team on the process SPQVC board
Shop floor at the
VP/PBU director every quarter check and asses the team leader VP/PBU director attends to the APU daily SPQVC review and asses the process . He gives feedback
Team leader SPQVC VB/PBU director Quarterly
SPQVC review and is coaching the team leader team on the process
board
VP/PBU director do a plant tour to review key projects status Plant Manager with management team select key projects that the APU managers will present to in a Shopfloor at the APU
with the teams plant tour. VP/PBU directors attends to the tour and gives feedback and coaching on the CI process SPQVC board

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Lean EOS

Powertrain Lean EOS team

2015 Powertrain Lean EOS Challenge Book. Delphi Confidential.

For feedback, improvement suggestions, questions or further explanations on specific points,

In order to make it possible we created this Book. The objective is to put

We expect great thing to come from the implementation of the practices

Jorge Beja Jaume Roquet

Table of Content Implementation Book

PART 2- Monitoring and Continually Improving OS

Powertrain vision 2020 Implementation Book

Powertrain Vision has a foundation in a High-performance organization and three pillars:

Focus of this book

Operational Excellence vision Implementation Book

Powertrain Operational Excellence vision is based into three pillars:

PT 2017 declaration Implementation Book

2013 2014 2015 2016 2017 Declaration

$152M cumulative gross performance

Reduce lost workday cases by 50%

Enterprise Operating System Implementation Book

Focus of this book

Link of this book and current material Implementation Book

Structure of this book Implementation Book

Quality System Implementation Book

Focus on Completion (Implementation acceleration)

Implementation Completion Assessment

Focus on Compliance (Quality System)

Global Divisional Implemented Globally

OSA FOR QUALITY

Is set-up verification being performed at each change-over?

Quarter 1 Quarter 2 Quarter 3 Quarter n

Quarterly Powertrain Completion

Quarterly assessment Implementation Book

• The content of the assessment is based on

• The statements needs to be straightforward

• The statements need to be able to identify if

• The sections need to be balanced in number

• Answer with “Yes/No”

• Red – the score < 70% completion

• Red – the score < 70% completion

Yearly Recognition Implementation Book

Year : 2015 Quarter : Q2 Region : NA

NA Saltillo (D) Chihuahua Juarez Saltillo (G)

Lean EOS Journey Implementation Book

Boards, Software and

Deep change of the

Easy part is implement boards and software.

Table of Content Implementation Book

PART 2- Monitoring and Continually Improving OS

Owner: Approved by:

Autonomous Production Unit Organization

Organization • APU Organization

APUs APUs APUs

Autonomous Production Units

Accountability at lowest level

Plant division in APUs and size determination guide Delphi Powertrain

Plant division in APUs guide APU size determination guide

Labor intensive Machine intensive

- High Volume - Low Volume

LEVEL 5- PLANT MANAGER

DECISION CAN BE TAKEN TO MERGE THESE FUNCTIONS

*TEAM SUPERVISORS STRUCTURE PER SHIFT

The plant has no more than 5 levels of hierarchy.